Diversity & Inclusion Today
What You Don’t Know
You Don’t Know
For:
Leadership Prince William
& Prince William SHRM
By:
Mauricio Velásquez, MBA
President, CEO
The Diversity Training Group
Leadership PW
Meet Mauricio Velásquez
Mauricio Velásquez is the President and CEO of The
Diversity Training Group (DTG) in Herndon, VA.
Mauricio serves as a diversity strategy consultant,
diversity trainer, sexual harassment prevention trainer,
executive coach, mentoring trainer, and expert witness
(listed with TASA).
DTG’s clients include small and large federal agencies
including US Navy, USDOJ, NIST, NIH, EPA, ATFE,
FCC, and USCIS. Past federal clients include DOI (BLM,
BOR, BIA), USIA, USDA, US Coast Guard, and even the
White House (previous administration).
Mauricio has trained in every state but North Dakota and
with a recent trip to Guantanamo Bay, Cuba, Japan,
Guam, Italy, Spain – work and life has taken Mauricio to
over 75 countries.
Leadership PW
If you don’t like the title
This is a workshop on:
Supervision, Management, Leadership
Respect, Trust, Engagement
Opportunity, Higher Performance
Current Events
Parenting
Life
Leadership PW
Mauricio’s Mission
Provoke Thought
Facilitate Discussion & Learning
Surprise You
Entertain You
Add Value
Provide Subject Matter Expertise
Leadership PW
Opening Remark
What You Don’t
Know You Don’t
Know
(DKDK)
What You
Don’t Know
(DK)
What You Know
(K)
Leadership PW
Intent vs. Impact
Intent
(what you meant)
vs.
Impact
(what you actually said)
Leadership PW
Diversity
When you hear this term what “pops” into your head?
What are all of the differences (and similarities) in our
workplace? In our ranks, our peers, colleagues,
travelers.
What is Inclusion? What does it mean to be inclusive?
Leadership PW
Dimensions of Diversity
Language
Military
Experience
Education
Religion
Age
Gender
Work
Style
Family
Status
Income
Sexual
Orientation
Ethnic
Heritage
Mental/
Physical
Abilities
Race
Work
Experience
Individual
Geographic
Location
Communication
Style
Operational Role
and Level
Group
Organizational
Affiliation
Leadership PW
Dimensions of Diversity
Military
Experience
Language
Education
Religion
Work
Style
Age
Gender
Mental/
Physical
Abilities
Sexual
Orientation
Family
Status
Ethnic
Heritage
Communication
Style
Income
Work
Experience
Race
Geographic
Location
Operational Role
and Level
Leadership PW
Dimensions of Diversity
Indivi
Individual
dual
Group
Organizational
Affiliation
Leadership PW
INCLUSIVE
To include
To welcome
To make
comfortable
To acknowledge,
value, and
include others
from all
backgrounds
Leadership PW
FRONTLINE: “A Class Divided”
Leadership PW
Frontline – “A Class Divided”
 In 1970, a public school teacher in Riceville,
Iowa, divided her all white, all Christian third
graders into blue and brown eyed groups for a
lesson on discrimination.
 On successive days, each group was treated as
inferior and subjected to discriminatory
treatment.
 This FRONTLINE reunites the teacher and
class after 18 years to relate the enduring
effects of their lesson.
Leadership PW
“A Class Divided”
 What did you notice?
 How did it make you feel? What did it make you think
of?
 What could eye color represent in our society?
 What do the collars represent?
 What did Jane Elliott represent?
 What was the impact on performance?
 What are the collars in your organization?
 What luxury do the children have?
 What do we really learn from this video?
 In the final analysis, what is the point of this video?
 When do you know you are in the In- or Out- Group?
Leadership PW
IMPACT OF BIAS ON PERFORMANCE
DAY 1
BROWN EYES
5.5
DAY 2
->
2.5
->
4.18
(COLLAR)
BLUE EYES
3.0
(COLLAR)
Leadership PW
“Before You Can Understand
‘Others’ – You Must
Understand Yourself First!”
- MV
Self awareness is so critical!
Leadership PW
The Winning Balance
So where do I stand? Where am I with respect to this topic? Respond to the
questions below based on your behaviors.
How often do I…
Rarely
Sometimes
Usually
Mostly
Challenge others privately when they make racially,
ethnically, or sexually offensive comments?
1
2
3
4
Challenge others publicly when they are making
fun of others because of their race, gender, ethnic
background, religion, appearance, disability, or
sexual orientation?
1
2
3
4
3.
Think about the impact of my comments and
actions before I speak?
1
2
3
4
4.
Refuse to tell jokes that are derogatory to any
group, culture, or sex?
1
2
3
4
5.
Refrain from repeating statements or rumors that
reinforce prejudice or bias?
1
2
3
4
6.
Avoid generalizing the behaviors or attitudes of one
individual to an entire group (e.g.: “All blacks
are...,” “All disabled people are...,” “All men
are...,”)?
1
2
3
4
1.
2.
Leadership PW
The Winning Balance (cont.)
How often do I…
Rarely
Sometimes
Usually
Mostly
Accept that I am a biased person and understand
that there will be times when my biases will come
out in my actions or words?
1
2
3
4
Avoid using language that reinforces negative
stereotypes (e.g.: “You’re acting like a pack of wild
Indians,” “Jew them down,” “White of you,” “I’ll
get my girl to do it”)?
1
2
3
4
Learn about people of different races and groups
(through reading, attending voluntary seminars,
watching television specials, listening to speakers)?
1
2
3
4
10. Get to know people of different races and groups
and individuals (make the first effort to talk to
them, invite them to socialize)?
1
2
3
4
11. Support and take responsibility for helping my
organization meet EEO/AA guidelines?
1
2
3
4
12. Value people who are different from me as
resources because of their unique skills, abilities,
perspectives, and approaches?
1
2
3
4
7.
8.
9.
Leadership PW
The Winning Balance (cont.)
How often do I…
Rarely
Sometimes
Usually
Mostly
13. Work to change policies that disregard different
cultural beliefs or religious holidays?
1
2
3
4
14. Challenge the notion that individuals need to act or
look a certain way to be successful or valuable to
the organization?
1
2
3
4
15. Forgive people who make biased statements about
me or others and allow them to regain my trust and
respect?
1
2
3
4
16. Include and invite people different from myself into
the decision-making process?
1
2
3
4
17. Provide timely and honest feedback to others,
including those different from myself, even if it
feels risky?
1
2
3
4
Leadership PW
The Winning Balance (cont.)
How often do I…
Rarely
Sometimes
Usually
Mostly
1
2
3
4
19. Disregard physical characteristics (disability,
attractiveness, height, weight, dress, etc.) when
interacting with others and making decisions about
their ability?
1
2
3
4
20. Support organizational policies regarding equal
treatment by confronting people who violate those
policies and reporting them if necessary?
1
2
3
4
18. Share the formal and informal rules of my group
with those different from myself?
Used with permission of Bureau of National Affairs, The Winning Balance.
Leadership PW
What Your Scores Tell You
0 - 20 Naive
Acts with no knowledge or awareness of biases and
prejudice and their impact on others. What they don’t
know they don’t know. This person has no clue as to the
impact of their actions on others.
21 - 40 Perpetuator Aware of biases and prejudices, but continues behaviors
and actions that reinforce and support stereotypes and
intolerance. This person is aware of the impact of their
actions on others, but continues with such behaviors
nevertheless, “You can’t teach an old dog new tricks.”
41 - 59 Avoider
Aware of biases and prejudices, but makes a conscious
choice to ignore inappropriate behavior or withdraw from
it. This person would rather turn and walk away than
understand and address inappropriate behaviors or that
bias that can appear or be misinterpreted as support. “If
you are not part of the solution, you are part of the
problem.”
Leadership PW
What Your Scores Tell You
60 - 75 IWE
Change Agent
Acts as a role model. Takes action when appropriate and
addresses behaviors when important. IWE Change Agent
will take risks and use the many tools available to
him/her. IWE Change Agent will take peers aside and
provide feedback and coaching with the intent to improve
work relationships and personal productivity.
76 - 80 Fighter
Attacks all actions and confronts all behaviors. Always
on the lookout for injustice but is often too
confrontational, sometimes in public settings. Although a
very important role, too often these individuals are
labeled as “troublemakers.” If you have this energy, this
fervor, please consider the change agent approach to
problem-solving and inclusivity.
Leadership PW
Context - Let’s talk trends
 What does it mean to be Change Agent participating in a
Leadership Program?
 How is Social Media influencing your field?
 What have you seen in the workplace?
 What changes have you witnessed in your career?
 What have you seen in the client marketplace?
 What is your competition doing with respect to their
diversity efforts?
 Have you compared who you hired, who is staying and who
has left your organization 5 years ago, 3 years ago and
today?
 Have you looked at who your clients/customers are 5 years
ago, 3 years ago and today and compared?
Leadership PW
A Diversity Issue Exists…
 When an issue (policy or business practice—formal, informal,
internal, or external) has a different impact on a particular
group (i.e., impact on men vs. women, black vs. white,
American vs. foreigner, urban vs. rural background)
 When it happens more frequently to a particular group (i.e.,
different groups have dramatically different “numbers”—
turnover, terminations, promotions, few or no role models)
 When it is more difficult for one group to overcome
(upward mobility for a particular group within an organization,
i.e.,“glass ceilings”)
Leadership PW
What do you think?
Is your biggest diversity issue or challenge or
obstacle?
What is the root cause(s) behind this issue?
How can you address it? What are potential
solutions and prioritize them?
“Let’s look at some best practices. You don’t
have to recreate the wheel – just take
someone else’s tire and put a white wall on
it!”
- MV
Leadership PW
Nationwide Best Practices
Sources:
American Express Benchmark Study
Business Week Special Sessions
The Conference Board Best Practices Publications
Fortune’s Best Practices Lists/Articles
Towers-Perrin North-American Diversity Best Practices
Study
US Department of Labor and other US Government
Studies
Leadership PW
What is working
– Critical Success Factors
STRATEGIC
I. Visible, supportive and fully-committed senior
leadership
II. Diversity strategy/plan developed & aligned with
organization’s strategic plan
III. Internal and external communications improved
IV. Employee involvement and assessment
V. Recruitment and retention activities improved
VI. Measurement, metrics and follow through emphasized
VII.Constant benchmarking and continuous improvement
of diversity strategy and plan
Leadership PW
Best Practices Checklist
These practices have been compiled from observing
and participating in the successful implementation
of hundreds of inclusivity initiatives.
 Do you have a workplace inclusivity strategic plan?
 Do you have formal policies and procedures in place for promoting
your inclusive work environment?
 Have you made the business case for all of your diversity initiatives?
Have you done your research; internal and external customer data
(See article in this issue)?
 Do you have a workplace inclusivity/diversity advisory or steering
committee (ad-hoc employee group)?
 Do you conduct structured group interviews for open management
positions?
 Do you have a formal, fully-inclusive mentoring program?
Leadership PW
Best Practices Checklist
 Are you attempting to diversify your recruiting pool while maintaining
high standards?
 Are you conducting diversity training for managers, supervisors, and
employees?
 Have you completed sexual harassment prevention training for all of
your employees?
 Do you offer more advanced courses in gender communications,
problem-solving, and conflict management for diverse employees?
 Have you developed an in-house diversity resource center complete with
books, videos, newsletter, and other educational materials (like
multicultural calendars) and made all of this available to your
employees?
 Are you acknowledging and celebrating the diversity within your
employment ranks before attempting to value and manage your
diversity (events, activities, etc.)?
 What are you and your organization doing? What is working? Share
your successes and what you have learned from your failures. Seek
credit for your organization or submit anonymously. I guarantee
confidentiality if you desire it.
Leadership PW
Relationship between Diversity, Inclusion, Respect
& Engagement (Higher Performance)
Valuing
Diversity
Being Inclusive,
Respectful
Being More
Engaged
Performing @
Higher Level
Leadership PW
Engagement – one way of looking at it
With Organization
(trust)
With Manager
(feel valued,
supported)
High
Performance
Strategic Alignment
(clear goals,
strategy)
Competency
(you got what it
takes)
Leadership PW
What is Trust?
What does it look like?
What do you see that creates and support
trust?
What do you see that undermines trust?
Leadership PW
Trust Defined
“Trust means confidence. The opposite of trust is
suspicion. When you trust people, you have
confidence in them – in their integrity, and in their
abilities.
When you distrust people, you are suspicious of them
– of their integrity, their agenda, their capabilities
or their track record.”
S.M.R. Covey
Leadership PW
Trust – Consideration & Suspicion
Stephen M. R. Covey – in his book: The Speed of Trust talks
about Trust - Taxes and Dividends
When there is high trust – there is an actual dividend for this
trust – tasks, work, progress, cooperation, collaboration success is easier
When there is low or nonexistent trust – there is an actual
tax – tasks, work, is harder, indifference, bogged down,
sabotage
I highly recommend you read this book for your job, for
your kids, for your families, for all those around you!
Leadership PW
Economics of Trust
Quality of Task
Cost of Task
High Trust
Organization
Low Trust
Organization
Leadership PW
What can I do?
Knowledge – Action = Nothing
Don’t act – nothing happens!
There is no such thing as “innocent
bystanders.”
Leadership PW
Time to Action Plan
What short term action item will you
commit to?
What long term action item will you
commit to?
Leadership PW
For more information…
CONTACT:
The Diversity Training Group
692 Pine Street
Herndon, VA 20170
Tel. 703.478.9191
Fax 703.709.0591
Mauriciov@diversitydtg.com
Mauricio Velásquez, MBA - President
Leadership PW
DTG is a Team of Experts in...
Sexual Harassment
Diversity Education
Stress Management / Bullying / Anger
Management / Toxic Employees
Trust, Engagement
Cross-Cultural Communication
Customer Service and Being World Class
Conflict Resolution & Mediation
… consulting & training.
Leadership PW
Our Approach
FORM a partnership with our client
DIAGNOSE with a thorough, organizationwide needs analysis (interviews, focus
groups, survey)
DESIGN a customized program based on a
D & I strategy/plan
DEVELOP high impact training materials
IMPLEMENT or execute the strategy
which typically includes training
EVALUATE and follow up
Leadership PW